News Article

Real-Time Leadership on the Green River

Jessica Follett — Fri, 13 Sep 2024 17:23:23 +0000

Real-Time Leadership on the Green River Jessica Follett Fri, 09/13/2024 - 11:23

Matthew Moseley

Inaugural River Conservation Leadership Intensive kicks off with 4 days of white-water rafting and specialized talks

After a year of planning and coordination through the Center for Leadership at ��ƷSM��ӰƬ, the first-ever River Conservation Leadership Intensive launched with 10 students, four instructors and four guides. The team would be white water rafting in Colorado and Utah through the Gates of Lodore on the Green River in Dinosaur National Monument for three nights and four days of real-time experiential leadership learning.

OARS outfitting company expertly guided the boats and inflatable kayaks. The trip could not have been possible without the generous support of American Rivers, the Mighty Arrow Family Foundation and Conscience Bay Research.

The students came together from various departments and majors throughout the university.

During the day, our group floated through a magnificent canyon seeping with the formative history of the American West. We rowed through Disaster Falls, where Major John Wesley Powell, the first-known explorer and surveyor of the Colorado River system, lost one of his boats with much of their food and surveying equipment, except their barometers which were recovered later from the shattered boat.

Shortly after entering the notorious rapid named ‘Hell’s Half-Mile,’ our lead boat became stuck against a rock in the middle of the river. The large boulder was aptly named Huggy Bear. We tried to ‘bumper boat’ them off, but to no avail. The group of students upstream in the paddle boat met us downstream in an eddy. We all hiked up to the stuck boat and threw out a rope.

After several attempts and shifting our angle around, we were able to dislodge the boat. We worked as a team for in-the-moment decision-making and experiential leadership training. Being a good leader is expecting the unexpected.

Following a silent, reflective float on the third day, we emerged at the confluence of the Green and the Yampa Rivers at Echo Park. Students learned about the historic partnership of David Brower, the founder of the Sierra Club and Bus Hatch, the first commercial river runner in the U.S., to save the Yampa River from a proposed dam. We discussed the difficult tradeoffs made by Brower to save the Yampa and instead build a dam on Glen Canyon—now Lake Powell.

At night, various talks were held. Chyenne Klemme, a Navajo educator, researcher for the Returning Rapids project, and river guide, opened by discussing developing a Sense of Place from the Indigenous perspective. She also gave a presentation for the Returning Rapids project about the impacts of silt and mud caused by the Glenn Canyon dam and Lake Powell on the overall river system.

Fay Hartman, the Southwest Conservation Director for American Rivers led a discussion about river conservation efforts overall and specific to the Colorado River basin. She explained the Colorado Compact of 1922 and the “Law of the River.”

On the final night I spoke about what adventure swimming taught me about leadership, life and human agency. I shared my experiences swimming around the world and how I use them to raise awareness about water issues.

Seth Webb, Director of Experiential Education in the Center for Leadership and our intrepid trip leader and coordinator from CU Boulder, led us through various team-building and leadership exercises throughout the trip.

Along the way, there were various talks from our OARS guides on dam building, geology, Ancient Puebloan culture, and the flora and fauna of the area.

The students gained experiential knowledge from the practical to the theoretical. It

ranged from real-time decision-making to imagining their own future. The trip was an amalgamation of adventure, conservation river management, geology, history, boat rigging, poetry, river swimming, fire lines to unload the boats, and managing the occasional rainstorm.

The crew was treated to a variety of wildlife, with rare sightings of big horn sheep, deer, beaver and soaring bald eagles. On the last night, a mama skunk curiously wandered through the camp kitchen—and right up next to my tent.

There were numerous hikes to explore various features and creeks. Some cooled off in a discrete canyon waterfall. We gazed in wonder at the pictographs and petroglyphs created long ago by the hands of Ancient Puebloans.

During our four days of living and camping together, we talked of things big and small, the trivial to the profound. From the delicious brownies made in a cast iron Dutch oven to the galaxy and the bright stars and moon above. We had personal discussions about life choices and career possibilities.

But mostly, in the end, there was a whole lot of laughter and friendship. We came together as strangers and left as a team that will forever have this shared experience.

One of the (many) highlights of this trip was the people. I would like to express my gratitude to Seth Webb, Matthew Moseley, Faye Hartman, and Chyenne Klemme for sharing their expertise and teaching our group valuable knowledge from distinct professional perspectives; it was the perfect accompany alongside the river activities.

I am truly grateful for the opportunity to have participated in the RCLI program and look forward to utilizing the knowledge and skills I acquired in future academic, professional, and leisure environments.

--Sophie Pinard, International Affairs Student

The first-ever River Conservation Leadership Intensive was a resounding success on numerous levels. It is a unique and personalized leadership learning experience that can transform student’s lives. We are excited to organize another river trip for 2025 and build upon the experience to inspire the next generation of River Conservation Leaders.

Matthew Moseley is the President and Managing Principal of Ignition Strategy Group. He also serves on the Center for Leadership Board of Advisors and is co-chair of the Southwest Council of American Rivers. Moseley is an accomplished adventure swimmer and is the author of several books, including his most recent, Soul is Waterproof: Adventure Swimming and Stories of Water.

The Center for Leadership at ��ƷSM��ӰƬ serves as a multidisciplinary leadership hub to support, connect, and elevate leadership programs, resources, and research across the university. Our mission is to invest in the leadership potential of all students and develop ethical, impactful leaders.

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Charting the Future of Leadership: Highlights from the ILA Future Forward Leadership Summit and The Leadership Colorado Needs at the ��ƷSM��ӰƬ

Anonymous — Fri, 30 Aug 2024 20:21:24 +0000

Charting the Future of Leadership: Highlights from the ILA Future Forward Leadership Summit and The Leadership Colorado Needs at the ��ƷSM��ӰƬ Anonymous (not verified) Fri, 08/30/2024 - 14:21

Dr. Stefanie Johnson

What happens when you convene a couple hundred leadership experts from across the state of Colorado and across the globe on CU’s beautiful campus? Magic!

In August 2024, the ��ƷSM��ӰƬ hosted two back-to-back meetings focused on leadership at the University Memorial Center. On the first day, the Center for Leadership with the Boettcher Foundation to bring together many of Colorado’s top leadership thinkers to engage in personal growth and development and help chart the course for the future of leadership in the state. “Connection and learning were our goals in planning the day – and we accomplished that and much more,” said Katie Kramer, president & CEO of the Boettcher Foundation. “Convening more than 90 leadership practitioners who are invested in both their work and the leadership ecosystem in Colorado was inspirational. The day created opportunities for practitioners to access knowledge, resources, and build long-lasting relationships.”

Many members of Boettcher’s Leadership Practitioners Collaborative joined the event along with other leaders from as far away as Aspen, Colorado Springs, Greeley, Pueblo, and Steamboat Springs. The attendees work for nonprofit organizations, in higher education, in chambers of commerce, foundations, college access organizations, and institutes.

Sessions of “The Leadership Colorado Needs” conference included sessions on the exploration of liberating structures for collaboration, the transformative power of AI for effective program design, and how to engage in bridge building practices when engaging across difference(s).

The event ended with a reception for the Boettcher leaders along with a welcome for the

members joining us from across the globe for an event hosted with the International Leadership Association called the Future Forward Leadership Summit. Futurist, Theo Edmonds keynoted the evening event to get everyone thinking about the future of leadership and ready for the next day of transformative leadership thinking.

The next morning began the official day or the Future Forward Leadership Summit, which was sponsored by the MetLife Foundation, the Center for Leadership, and the Jepson School of Leadership Studies. This high-impact event brought together a diverse group of researchers, practitioners, and thought leaders to explore the evolving landscape of leadership around the world. The summit's focus was clear: to define and advance the future of leadership so we are prepared to meet the demands facing our leaders and our world in the next 25 years.

The summit kicked off with an inspiring keynote address by Dr. Becky Reichard, a renowned leadership scholar whose groundbreaking research on adaptive leadership set the tone for the conference. Dr. Reichard reviewed the last 25 years of leadership research and set forth an agenda for the future.

Following the keynote, attendees participated in a series of dynamic breakout sessions that were generated based on survey data from members of the ILA. Topics included the future of work (AI, technology, globalization), political turmoil, sustainability, and leader development.

The ILA Future Forward Leadership Summit was more than just a conference; it was a catalyst for change. By bringing together a diverse group of voices, the summit facilitated a rich exchange of ideas and strategies that are poised to shape the future of leadership. The collaborative spirit and innovative thinking demonstrated throughout the event reflect a strong commitment to addressing the complex issues facing leaders today.

For the ��ƷSM��ӰƬ and the Center for Leadership, the summit was a testament to our dedication to advancing leadership research and practice. The insights and connections made during these two days will undoubtedly influence leadership development programs and initiatives in the years to come.

As we move forward, the conversations and collaborations sparked at the ILA Future Forward Leadership Summit and the Leadership Colorado Needs will serve as a guiding light for developing the leadership Colorado—and the world—needs. The commitment to fostering a leadership culture that embraces adaptability, inclusivity, and forward-thinking will be crucial in navigating the challenges and opportunities that lie ahead.

In reflecting on the events, it’s clear that the future of leadership is bright, driven by a collective vision of innovation and excellence. The insights gained and relationships forged will continue to resonate long after the event, guiding leaders as they chart new paths and inspire future generations.

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The Importance of Leadership Development for College First-Years

Anonymous — Fri, 26 Jul 2024 21:16:19 +0000

The Importance of Leadership Development for College First-Years Anonymous (not verified) Fri, 07/26/2024 - 15:16

Calling on First-Years – This One’s for You!

There is nothing I love more than the energy of having new students on campus. I remember when I first stepped foot on my college campus I was terrified but also excited to jump in and participate in everything on campus. But, the one thing that I did that had the greatest impact on my life that first year in college was walking into my college’s leadership center. In my case, it was the Kravis Leadership Institute at Claremont McKenna College, and part of my career aspiration has always been to create that opportunity for other college students to dive into leadership that first year in college.

So, for our incoming first-year Buffs – as you embark on your academic journey at the ��ƷSM��ӰƬ, there lies a pivotal opportunity that should not be overlooked—the chance to engage in leader development. Why now, you might ask?

There are so any opportunities related to leadership at CU that you will need all four years to take advantage of them all. The Center for Leadership offers different experiential leadership intensives, a mentoring program, a coaching program, and opportunities to participate in the Peace Corp Prep program and more. If you are going to earn that beautiful blue leadership cord for graduation, you should lead early and often.

Building Early Foundations: Why Start Your First Year?

The formative years of college present a unique window for young adults to cultivate essential skills and confidence that will shape their future endeavors. Just as there are critical periods for things like language development (you will learn about this if you take a class in developmental biology or psychology), there are times when investing in your leadership will start you off on a positive spiral to becoming your best leader self. Johnson and Murphy (2024) suggest that leader identity formation is in full force when you are trying out new things in high school, but at age 18 leader skill development becomes increasingly important and the sooner you begin, the farther you can go.

Investing in leadership your first year establishes a solid foundation upon which you can build progressively complex leadership competencies over time. Leadership, contrary to popular belief, is not innate; it is a skill that can be honed through exposure, practice, and structured learning experiences. By immersing yourself in leadership opportunities early on, you will set yourself on a trajectory toward becoming an influential and effective leader in your field.

Moreover, beginning leader development in you first year allows you to discover and refine your unique leadership style. This self-discovery process is crucial as it helps you understand your strengths, weaknesses, and areas for growth. Such introspection fosters personal development and enhances your ability to collaborate, communicate, and inspire—a trifecta of qualities that define successful leaders in academia, industry, and beyond.

The Role of the Center for Leadership at ��ƷSM��ӰƬ

The Center for Leadership is a beacon of opportunity and growth for students seeking to maximize their university experience. The CFL serves as a hub of innovation and support, offering a myriad of programs, experiences, and initiatives tailored to meet the diverse needs of students at varying stages of their academic journey. For first-years, the Center introduces key concepts and frameworks, equipping students with essential tools to navigate challenges and seize opportunities.

But wait, there is more! One central purpose of the CFL is helping you find other leadership opportunities on campus that fit your chosen major, extra-curricular interests, or other passions. We have created a tool to connect you with programs that fit your needs. For example, there are programs for specific majors, for those who are in the military, for student-athletes, for those interested in student government, and more. With such a huge campus it can be difficult to find the correct program for you, so we created this Leadership Involvement Quiz and we are also happy to sit with you and explore opportunities within or outside of the CFL.

Furthermore, engagement with the Center for Leadership opens doors to a vast network of professionals who are eager to share their experiences and insights as mentors through our Boulder-CU Leadership Program (BCLP). This mentorship opportunity not only enhances students' understanding of leadership in practical contexts but also cultivates valuable relationships that can influence future career prospects and academic pursuits.

Beyond the Classroom: Practical Applications and Long-Term Benefits

The benefits of early leader development extend far beyond the confines of the university campus. As first-years begin to apply newfound skills in various student organizations, clubs, and community service projects, they gain invaluable hands-on experience that reinforces classroom learning. This practical application fosters resilience, adaptability, and problem-solving abilities—attributes that are highly prized by employers and graduate schools alike.

Involvement in leadership development from your first year positions you for continued success throughout your university tenure and beyond. As you progress through your academic career, you are more likely to assume leadership roles on campus, contributing meaningfully to campus life and leaving a lasting impact on the ��ƷSM��ӰƬ community.

In conclusion, the decision to engage in leader development as a college first-year is a strategic investment in your personal and professional growth. By leveraging the resources and support offered by the Center for Leadership at the ��ƷSM��ӰƬ, you not only enhance your leadership skills and confidence but you will also open doors to a wealth of opportunities that will shape your future endeavors. As professors and mentors, it is our collective responsibility to encourage and empower you to embark on this transformative journey early on, equipping you with the tools you need to thrive in an increasingly complex and interconnected world.

Feel free to reach out over email or visit us in our new space in the Center for Community (C4C) in S360.

Johnson, S. K. & Murphy, S. E. (2024). Developmental perspectives on leadership identity across the lifespan. Oxford Handbook of Leadership, Followership, and Identity.

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Mobilizing Youth: Encouraging Democracy and Youth Turnout

Anonymous — Thu, 25 Apr 2024 15:01:00 +0000

Mobilizing Youth: Encouraging Democracy and Youth Turnout Anonymous (not verified) Thu, 04/25/2024 - 09:01

Colin Hayes

On April 10th, 2024, Mr. Brockett, the mayor of Boulder spoke at the Conference on World Affairs to students and the community on the importance of youth empowerment in voting. Mr. Brockett opened with an enticing conversation about why college students should be more involved in politics within their local communities. He pointed out that local politics do not only open the door for young voters to be more involved in larger national voting but also allows students to engage and understand their communities outside of university.

The Leading EDGE Chairman, Student Brian Muriithi, led the audience in questions to Mr. Brockett. Great questions were asked by the audience such as how to deal with problems around “the youth thinking their votes don’t matter”. Mr. Brockett emphasized the importance of ensuring that the youth understand the voting process and that there is no truth in a vote being “thrown away”. The nation’s youth will ultimately take the torch from older generations, and it starts now. Brockett pointed out that in order to allow for a smoother transition of generations it is important that voters and youth entering offices need to talk to each other and learn to intermingle and understand their differentiating opinions. This youth and older generation that Brockett talked about was reflected in the room where there was a mix of Boulder residents and university students. During the hour, older and younger audience members in the crowd asked captivating questions that allowed everyone to learn from each other.

A huge thank you is due to Charlotte Anderson and Anastasia Gallegos-Roque, from the Leading EDGE Council, for their hard work in organizing this event. The Leading EDGE Council is a student organization within the Center for Leadership that brings together student representatives from various leadership programs on campus to promote leadership development among its members. Their aim is to inspire leadership growth and facilitate connectivity for the Boulder campus and the wider community.

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Insights from an Entrepreneur

Anonymous — Tue, 16 Apr 2024 17:56:57 +0000

Insights from an Entrepreneur Anonymous (not verified) Tue, 04/16/2024 - 11:56

On April 12, 2024, students gathered at the Leeds School of Business to attend an enriching event featuring David J. Adelman, a prominent entrepreneur and investor based in Philadelphia. The event, moderated by Dr. Stefanie Johnson, promised to provide valuable insights into leadership and entrepreneurship from Adelman's illustrious career.

Adelman shared his journey, marked by his multifaceted roles as the CEO of Campus Apartments, co-founder of FS Investments, and a partner in professional sports teams, which captivated the audience. Throughout the conversation, Adelman emphasized the importance of humility as a key aspect of true leadership. He believes that good leaders recognize their limitations and empower those around them.

Reflecting on his entrepreneurial spirit, Adelman highlighted the significance of confidence tempered with a willingness to delegate. He stressed the essence of listening, asking questions, and embracing the unknown, epitomizing the mantra that learning is a lifelong journey.

The discussion delved into Adelman's experiences, including his candid admission of past mistakes. Recounting a pivotal moment where ego clouded judgment, Adelman underscored the importance of self-awareness and reflection in navigating the business landscape. His advice resonated profoundly: "You get one reputation in your life."

Students from diverse perspectives asked candid questions to Adelman. Adelman's responses resonated with authenticity and wisdom, encouraging the audience to embrace innovation and resilience.

Addressing queries on philanthropy, mentorship, and personal motivation, Adelman's responses exuded a sense of purpose and commitment to community engagement. He emphasized the value of building meaningful relationships, giving back, and staying true to one's principles, even in the face of adversity.

As the event concluded, attendees departed with expanded perspectives on leadership, entrepreneurship, and the power of perseverance. Adelman's narrative served as a beacon of inspiration, igniting a spark of curiosity and ambition in all who had the privilege of witnessing his insights.

This event was sponsored by the Center for Leadership whose mission is to support, connect, and elevate leadership programs, resources, and research across the university.

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Be a Burrito: Insights on Leadership from an ROTC Cadet

Anonymous — Tue, 02 Apr 2024 21:06:25 +0000

Be a Burrito: Insights on Leadership from an ROTC Cadet Anonymous (not verified) Tue, 04/02/2024 - 15:06

Justus Quint von Lengerke

When I started college in Colorado, I fell in love with breakfast burritos. The combination of eggs, meat, and cheese was something I didn’t realize I was missing in my life growing up on the East Coast. Experimenting with local restaurants, I found some great burritos, but also some mediocre ones. The bad burritos weren’t so because of the aggregate mixture, but because one component was flawed -- poorly cooked meat, dry cheese, rubbery eggs, or a soggy tortilla. My takeaway wasn’t the uninspiring eggs or meat; I just remember a bad burrito.

If you’re looking to be a good a leader, think of yourself as a burrito -- you represent the entire team and its output, both good and bad. If your team messes up, you messed up. If your team delivers bad work, you delivered bad work. A good leader always represents the team.

I have learned many leadership lessons as a member of the US Air Force Reserve Officer Training Corps (ROTC) Detachment 105 at ��ƷSM��ӰƬ. Since I started with ROTC in 2019, I have had many incredible opportunities, including participating at a national training encampment, attending Air Force seminars, teaching CPR to fellow cadets, and interning with the US Space Force working on cutting-edge software development for the TAP Lab, a university consortium. Throughout these experiences I have kept notes on the ideas, concepts, and mindsets good leaders I’ve seen embody, whether in business, engineering, social activism, community service, or even when working on group projects at school. Here are a few.

A good leader must first lead themselves

A good leader must have a good attitude and mindset before making a single decision or assuming supervisory duties. A truly strong leader isn’t a narcissist and doesn’t crave power or act out of personal ambition. Instead, leaders should be guided by a sense of moral purpose to improve the lives of others. Poor leaders may try hard and have good intentions but may suffer from self-doubt, uncertainty, negativity, and pessimism. They sometimes lose control and get angry, let personal issues interfere with their job, are condescending, and don’t listen. If you think that one or more of these traits may be a personal weakness of yours, that is a good thing – knowing your weaknesses is key. To be a strong leader, you must continuously work on improving yourself, practicing empathy, optimism, confidence patience, honesty, and humility. Being a good follower is key to understanding leadership.

A leader will fail without the full trust and confidence from their team, and without having trust and confidence in their team

Your team shouldn’t follow out of a sense of duty; they should do so because they have full trust and confidence in you to do the right thing. Trust is earned based on one’s reputation and building strong relationships with your teammates and subordinates by treating them properly. Based on my experience working on group projects at school, as a Ski Patroller, and at the TAP Lab, the most successful groups are typically those in which people have worked together in the past. Members know from experience that they can trust each other. Unfortunately, most leaders don’t have the advantage of knowing all team members at the outset. Change that! The golden ticket to leading a team is to know your people. Discover who they are – their hobbies, what they care about, who in their life is important, their favorite candy – whatever helps build an important personal relationship. Spend time together outside of work doing something fun. Learn everybody’s ambitions, personalities, and skills, so you can help them utilize their traits for the greatest impact while providing them opportunities to grow. Once you build a relationship, you should share your goals and communicate changes, allowing the team confidence in you that your plans and decisions are made with the best intentions.

A good leader leads by example, protects their team, and treats them well

When leading a team, there inevitably will be failures along with success. Good leaders understand the importance of accepting blame for the team or an individual team member when something goes wrong. Not only is this the right thing to do, but it also helps build trust among your subordinates and superiors. A good leader also possesses mindsets such as prioritizing rewards last and tackling challenges first, leading by example rather than ordering others to do what they wouldn’t, and consistently sharing credit with the team. It takes time and practice to hone leadership skills; it’s a constant learning curve. Start by being a good person, practicing discipline and focus, and standing up for your team to gain trust. By doing so, you will be called a leader, not a manager (or a bad burrito!).

Justus Quint von Lengerke is on track to commission as an Intelligence Officer in the US Air Force in the Spring of 2024. If you are interested in serving as an Air Force or Space Force officer through ROTC at ��ƷSM��ӰƬ, learn more by visiting /afrotc/

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Center for Leadership Spring Summit 2024 in Review

Anonymous — Mon, 25 Mar 2024 15:01:49 +0000

Center for Leadership Spring Summit 2024 in Review Anonymous (not verified) Mon, 03/25/2024 - 09:01

emily savitz

The future of leadership was the topic of conversation at the Center for Leadership’s 2024 Spring Summit on March 4. The hundred-plus people who attended the event had the opportunity to hear about upcoming events suggest recommendations for future Leo Hill Speaker series. However, the event's prime focus and attention was towards the 2023-2024 Student Leaders of the Year.

The sixteen student leaders were each honored by receiving their awards from Stefanie Johnson, Director of the Center for Leadership. Their engagement in campus leadership programs, academic excellence, curiosity, exceptional service to the community – whether on campus or within the Boulder metro area – outstanding personal character and resilience, and their embodiment of the principles outlined in the Colorado Creed are all reasons these students were honored with the recognition of Student Leader of the Year.

Following the award recognition 7 student leaders’, Samantha Lipka, Emily Peden, Rumi Natanzi, Angela Peña de Niz, Rain Michael, Jack Varsames and Colin Hayes, spoke as panel members on the discussion of the future of leadership. Their diverse experiences and perspectives as student leaders offered the audience valuable insights into the potential trajectories of leadership dynamics in the upcoming years.

We offer our sincerest congratulations to Sydney Armstrong, Veronica Estrada, Meghan Fall, Kaela Gero, Colin Hayes, Samantha Lipka, Rain Michael, Rumi Natanzi, Ben O’Meara, Angela Peña de Niz, Emily Peden, Bianca Rubini-Tapernoux, Adriona Salgado, Percy Smith, Jack Varsames and Nicole Woods their outstanding achievements and contributions as leaders to both their communities and ��ƷSM��ӰƬ.

If you couldn't attend the Spring Summit but are eager to listen to our Student Leaders of the Year, you'll have the chance to hear a panel featuring them at the Conference on World Affairs, on Wednesday, April 10th at 3 p.m. in Macky Auditorium.

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Skiing Beyond Fear: A Journey of Growth and Self-Discovery

Anonymous — Tue, 12 Mar 2024 16:26:19 +0000

Skiing Beyond Fear: A Journey of Growth and Self-Discovery Anonymous (not verified) Tue, 03/12/2024 - 10:26

"When was the last time you did something for the first time?" This question may sound cliché, but it holds a lot of significance for personal development and growth because it helps develop key behaviors and competencies, as well as helps in developing a leader identity. A few years ago, I decided to confront my long-standing fear of skiing. Engaging in winter sports is practically a Colorado imperative but I had somehow missed the memo and ended up an adult who did not know how to ski. At age 28 I faced my almost crippling fear of injury, death, or worse -- humiliation, and pushed myself to try it out. The lessons I learned changed the way I see personal growth and development.

Check your Ego at the Lodge

The first valuable lesson I learned as I began my skiing journey was to leave my ego behind. As someone who has always been a high achiever, it was tough to accept that I wouldn't be the best right away. In fact, I wouldn’t even be decent for quite some time. It was a humbling experience to pizza my way down the bunny hill as children, a fraction of my size, hurtled past me at full speed. Laughter and determination, despite occasional tears, became my tools to overcome insecurities. I embraced the idea that development is a process requiring time and practice, and a willingness to be the worst before becoming better. Inflated egos can blind leaders to their weaknesses and flaws, hindering effectiveness and growth by impeding their ability to recognize and address areas that need improvement (Percy, 2024).

Cultivate a Growth Mindset

Cultivating a growth mindset proved to be essential in learning how to ski. A growth mindset is being in a constant state of flux, embracing challenges, learning from mistakes, and constantly improving. Studies show that success depends on one's willingness to develop, not natural abilities (Whitener, 2021). I soon discovered that achieving my goal of skiing down the mountain in a reasonable amount of time and taking on increasingly challenging runs required skills that would require a lot of practice over a long period of time. Therefore, I fully immersed myself in the learning process and was open to making mistakes and constantly seeking ways to improve, even if it meant looking foolish. I would ski down with only one pole balanced in front of me and played follow the leader behind my partner to learn how to draw a line down a mogul run. Although these drills might have looked silly, they contributed significantly to my progress. I still constantly seek ways to improve, knowing that there is always room for growth and self-improvement.

Perseverance is Key

The experience highlighted the significance of perseverance when acquiring a new skill. Enduring challenging days and overcoming numerous falls led to the immense satisfaction of progress, like having excellent form or finally conquering a difficult mogul run. The physical and mental exertion required hours of commitment and discipline, but the rewards were well worth the effort. Skiing down challenging runs now brings me a huge sense of accomplishment, even if I still need to give myself mid-mountain pep talks. Stepping out of my comfort zone not only improved my skiing abilities but also fostered personal growth and a newfound confidence that I can do hard things and I can accomplish anything I set my mind to.

Seek a Mentor

The final, yet arguably most pivotal, takeaway from this experience, was the significance of having a supportive and knowledgeable mentor—a lesson that extends beyond just learning a new skill and applies to all aspects of life. My partner, who is an experienced skier, played a critical role in my growth by sacrificing numerous days of ideal snow conditions to accompany me on beginner slopes, guiding me through drill after drill. His unwavering support, patience, and guidance were integral to my success, despite my many outbursts of frustration, anger, and doubt. He consistently demonstrated that I was more than capable, all I needed was to see myself as he saw me. I realized that having supportive and knowledgeable mentors is essential to succeeding in any endeavor. Mentors offer valuable insights and serve as impartial guides and teachers, drawing from their own experiences. The key is to be receptive to their advice, acknowledge their wealth of knowledge, and actively seek their wisdom. If you're a current ��ƷSM��ӰƬ student and looking for a mentor in leadership, I recommend exploring our mentorship program—the Boulder-CU Leadership Program!

The lessons I learned from skiing can be applied to any new, intimidating experience. Personal growth comes from accepting and exploring the unknown, leaving your ego behind, adopting a growth mindset, demonstrating perseverance, and finding a mentor to guide you. Whether it's skiing or another challenge, improvement requires stepping out of your comfort zone. My hope is that my journey inspires you to confront your fears and embrace new challenges because we can only progress by pushing ourselves beyond our comfort zone.

Percy, S. (2024, February 20). A blessing and a curse: How can leaders manage their egos?. Forbes. https://www.forbes.com/sites/sallypercy/2023/05/11/a-blessing-and-a-curse-how-can-leaders-manage-their-egos/?sh=5c019bb51ee4

Whitener, S. (2023, September 12). The value of a growth mindset, and how to develop one. Forbes. https://www.forbes.com/sites/forbescoachescouncil/2021/01/06/the-value-of-a-growth-mindset-and-how-to-develop-one/?sh=6f2e58674d2f

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43rd Boulder Distinguished Citizen Dinner to Honor Dr. Philip and Yvonne DiStefano

Anonymous — Tue, 05 Mar 2024 17:12:14 +0000

43rd Boulder Distinguished Citizen Dinner to Honor Dr. Philip and Yvonne DiStefano Anonymous (not verified) Tue, 03/05/2024 - 10:12

Boulder, CO - February 27, 2024 - The 43rd Annual Boulder Distinguished Citizen Dinner is set to take place on April 12, 2024, at the St. Julien Hotel in Boulder. Each year the event honors an outstanding citizen or couple, a distinguished Eagle Scout and community hero from the local Boulder area.

This year's event promises to be a memorable celebration. The citizen honorees are Dr. Philip and Yvonne DiStefano, whose profound impact on education and community service has left an indelible mark on Boulder and beyond. Dr. DiStefano, has served as the Chancellor of ��ƷSM��ӰƬ for the past 15 years, and has been a driving force behind the university's success. With over 50 years of service at ��ƷSM��ӰƬ, Dr. DiStefano has held various roles, including professor, dean, provost, and chancellor. Throughout his tenure, he has been accompanied by his steadfast partner, Yvonne DiStefano, whose unwavering support and collaboration have been instrumental to his accomplishments.

Together, the DiStefanos have exemplified dedication and leadership, serving as ambassadors for ��ƷSM��ӰƬ both locally and nationally. Their engagement with alumni, students, donors, and friends of the university has strengthened ��ƷSM��ӰƬ's connections and elevated its reputation. Outside of their university endeavors, the DiStefanos have been active members of the Boulder community, supporting local organizations and causes.

The Boulder Distinguished Citizen Dinner serves as a fundraiser for the Adventure West Council of Boy Scouts of America, supporting scouting programs in Boulder and Northern Colorado. For over four decades, this event has brought together community leaders and scouting enthusiasts to raise funds and ensure the availability of programming for youth in the area.

"We are honored to recognize Dr. Philip and Yvonne DiStefano for their outstanding contributions to our community and education," said Nathan Dutson, CEO, Adventure West Council. "Their tireless efforts and unwavering commitment have made a lasting impact on ��ƷSM��ӰƬ and the broader Boulder community. We look forward to celebrating their achievements at the 43rd Boulder Distinguished Citizen Dinner."

For more information about the Boulder Distinguished Citizen Dinner including sponsorship opportunities, please visit the Support Scouting section on www.awbsa.org

About Adventure West Council of BSA: Adventure West Council of BSA supports scouting programs in Northern Colorado, Western Nebraska and most of Wyoming, providing opportunities for every eligible youth to develop leadership skills, outdoor proficiency, and character development.

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Why Thriving is the Next Leadership Frontier

Anonymous — Wed, 14 Feb 2024 21:10:34 +0000

Why Thriving is the Next Leadership Frontier Anonymous (not verified) Wed, 02/14/2024 - 14:10

Dr. Stefanie Johnson

Every day or two I read an article about the great resignation, quiet quitting, or return to office mandates. The underlying sentiment of so many of these articles is that leaders need to find ways to stop employees from slowly disengaging from the workplace. But is the goal really to just keep people around? Or should we really be focused on creating work environments where employees can truly thrive? Because of the focus on “recovery” from the pandemic, many organizations are still in disaster mode, trying to avoid risk rather than trying to help employees truly thrive at work.

Thriving is defined as employees’ (1) feeling of vitality and (2) feeling that they are learning and growing (Spreitzer et al., 2005). When someone is thriving, they feel vitality, zest, and excitement when they are doing their work. They like it. At the same time, they feel that they are developing their knowledge, skills, and abilities through their work. They are growing as a person. These two feelings together make employees want to engage with their work and have innumerable personal and work-related benefits. Thriving reduces negative workplace outcomes like health concerns, burnout, absenteeism, and turnover (Porath et al., 2012). Thriving also has positively impacts adaptive outcomes like job satisfaction, life satisfaction, job engagement, organizational commitment, career adaptability, and attitude toward self-development (Spreitzer et al., 2005).

Importantly, thriving is a temporary state, meaning that you – as a leader – can change the extent to which your team members are thriving by altering the extent to which they feel vitality and/or the extent to which they feel they are learning. It might seem hard to impact someone else’s vitality, but you can start with conversations with team members about what excites them, makes them feel jazzed, or when they feel at their best. If they can’t think of things at work that make them thrilled, they can extrapolate from things in their personal life that bring them joy. Then, look for clever ways to increase that experience at work. Learning is more straightforward by simply asking team members what skills they are developing or would like to develop in the workplace.

Here are a few conversation starters to get you going:

(Learning)

What skills are you consistently using at work?

What skills do you have that you are not currently using but you would like to use more of?

What are you currently learning/ developing that excites you?

What skills/ knowledge do you want to focus on for the upcoming year?

(Vitality)

What makes you feel most excited and motivated at work?

How can we incorporate more of that into your work life?

What would you do outside of work just for fun that energizes you?

How can we create similar opportunities for you in your work life?

At the Center for Leadership, we are a crew of fun-loving learners, so we came up with a few ideas to increase learning and vitality to get you started.

Learning:

Create a list of LinkedIn Learning or Skill Soft Courses that your team members could consider to help them learn new skills. I can suggest taking my courses (which are all about leading in a diverse and inclusive way) but you can also consider courses that are relevant to the type of work you do. Because these platforms offer such a wide variety of courses, it could be helpful for leaders to offer a few options of courses that they see as relevant to get team members started. Offer funding to attend a conference to learn new skills. Leaving campus (or the office) to engage in learning can be very motivating for some people who are interested in travel and getting out of the routine day-to-day. For people who don’t want to travel, many conferences now offer virtual options for attendance.

Provide greater feedback and decision-making autonomy so that people know how they are performing and can learn to increase their decision-making capabilities.

Vitality:

Reduce bias, discrimination, and exclusionary behaviors (read more about this: /lead/2024/01/28/case-you-missed-middle-school-how-exclude-people-7-easy-steps) because it is hard to feel zest at work when facing or observing workplace incivility.

Focus on purpose and how one’s contribution to the workplace is important for achieving a meaningful organizational mission. Spelling out how one is contributing to something positive is a great way to increase motivation.

Try some good old-fashioned fun. Order in lunch together, go bowling, start a book club, build human connection. Feeling a sense of belonging and connection to one’s team members makes work a more enjoyable experience for everyone.

Based on the forthcoming chapter: Johnson, S. K., Murphy, S. E., Brown, R., & Westmoreland, K. (2024). Filling the leadership gap: Helping your employees thrive bolsters leadership success. In Thriving as a Leader: Evidence-Based Strategies for Leadership Development. Susanne Braun, Tiffany Hansbrough, Robert G. Lord, Olga Epitropaki, Rosalie J. Hall, & Gregory A. Ruark, Eds. Routledge Leadership: Research and Practice.

References

Porath, C. L., Gibson, C. B., & Spreitzer, G. M. (2022). To thrive or not to thrive: Pathways for sustaining thriving at work. Research in Organizational Behavior, 42, 100176.

Spreitzer, G., Sutcliffe, K., Dutton, J., Sonenshein, S., & Grant, A. M. (2005). A socially embedded model of thriving at work. Organization Science, 16(5), 537-549.

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